Staff Technical Program Manager, NPI

Agility’s commercially deployed humanoids operate alongside teams in warehouses, manufacturing facilities, and distribution centers—tackling physically demanding and repetitive tasks while enabling workers to focus on higher-value work. With industry-leading safety standards and years of proven deployment data, we're pioneering a new era of automation that enhances human potential. About the Role Agility Robotics is building humanoid robots at scale — and the rigor of how we develop them matters as much as the technology itself. As Senior Technical Program Manager, NPI, you will shape company-level investments by owning the end-to-end governance of how Agility takes hardware from concept through production: defining and facilitating the Product Development Process (PDP), ensuring cross-functional teams understand their role in it, driving requirements discipline at every phase, and making sure gate reviews happen on evidence, not momentum. Reporting to the Senior Director of Program Management, you will operate within the Operations PM team as the primary owner of NPI program governance. This role is right for someone who has walked into a live, complex hardware program, built situational awareness fast, and started driving outcomes within weeks. You will need to earn credibility with engineers, hold teams accountable to deliverables, and be recognized as the face of the program. About the Work NPI Process Development & Phase Gate Governance Design and own the New Product Implementation Process that is right for Agility — from phase gate structure and entry/exit criteria through readiness reviews and formal decision records. Prepare and lead gate readiness assessments for leadership. These are data driven conclusions on whether the program is ready to proceed. Define and enforce governance cadence across programs: regular execution reviews, risk reviews, executive briefings, and rapid-resolution forums when issues escalate. Distill updates into a simple story for Executive Leadership Team (ELT) updates. Maintain a decision log for every material phase gate decision — what was decided, who decided it, what alternatives were considered, and what evidence supported the call. Champion continuous improvement of the process itself. Drive lessons learned at each phase gate and feed them back into the process. Requirements Definition & Cross-Functional Alignment Ensure requirements are defined, documented, and validated before programs advance through phase gates. Work with Engineering, Operations, Supply Chain, Manufacturing, and other teams as needed to surface and resolve requirement gaps early, before they become schedule or quality problems. Translate business and operational needs into structured requirements that program teams and technical leads can act on without coming back for clarification. Drive DFx requirements into the design process at the right phase. Schedule & Risk Management Own and maintain the integrated program schedule across active development programs. Own the risk register: identification, structured assessment, response planning, and active monitoring. Know which risks are heating up before leadership asks. Drive formal change control — evaluate schedule and scope impact before changes are accepted and maintain full traceability. Stakeholder Communication & Influence Serve as the primary voice on PDP status, phase gate readiness, and program risk to leadership. Establish a unified assessment and executive level update representing the state of health of the program. Identify and highlight critical dependencies across multiple activities that have material impact to program trajectory and attainment. Represent PDP governance in cross-functional program reviews and leadership forums. Process Maturity & Standards Identify gaps in how the NPI ramp process is understood and applied across teams and drive targeted interventions — training, documentation, tooling, or governance changes — to close them. Execute to